EXECUTIVE MANAGEMENT CONSULTANT ACCREDITATION
Elevate your career with our Executive Management Consultant Accreditation.
Programme Description:
Consulting have become a very stretching leadership and management function. This is borne out of the increased complexities of organizations, new developments and challenges in the global business and organization environment.
Consulting serves as a strategic tool to effectively diagnose and proactively respond to challenges facing individuals and organizations. Is a tool that helps individuals and organizations to develop shared vision, integrate processes, develop blue prints, implement programs, manage changes and more.
Individuals and Organizations have the need to achieve competitive advantage, excel in service delivery and make a difference to their clientele.
They require appropriate values, skills and competencies to achieve these goals.
These are achievable through efficient and effective consulting
Consulting is an effective tool for honing values, skills, competencies, and for taking individuals and organizations to a higher level of performance as a strategic and competitive tool.
Those who handle the consulting functions must have competencies in consulting, coaching, training delivery, mentoring and learning transfer.
Leaders and Top Management Team have to effectively leverage on consulting to improve team work, shared values and sustained organizational performance. Consultants at the senior and top levels must enjoy the respect of other managers through their competencies and disposition. They have to effectively draw on the consulting functions to enhance the capability, effectiveness and performance of their organizations.
Strategic management, leadership and business consulting programmes are designed to enable participants acquire competencies and professionalism in consulting.
To provide further knowledge, skills, attitude and values which consultants need to competently perform their functions.
- The World is in NEED of People who can Think and Solve Problems.
- Consulting is a Professional Skill, Product and Service that will make and keep You Financially Independent Irrespective of Your Location and Profession.
- The Acquisition and Application of Consulting Knowledge Amplifies Your Current Professional Skills, Products and Services which Translates into more Streams of Income.
- Become an Executive Consultant in Your Current Area of Expertise.
- Consulting is one of the Fastest Growing Professional Occupations in the World
- Consulting is a life time Top-Notch Professional Career (No Retirement)
- The Global Consulting market size is expected to grow to over $343 billion by 2026, with Africa being one of the regions with significant growth potential.
- In Nigeria, the Consulting Industry is estimated to be worth over $2.5 billion, and it is projected to grow at a rate of 7% annually. – Source: Startup Tips Daily, 12 Mar 2023
BE A LEADING GLOBAL FRONTIER
PROGRAMME CONTENT, OUTLINE AND STRUCTURE:
SESSION 1. BASIC MASTERCLASS
SESSION 2. INTERMEDIATE MASTERCLASS
SESSION 3. ADVANCED MASTERCLASS
SESSION 4. PROFESSIONAL MASTERCLASS
SESSION 5. SPECIAL PROGRAMMES
SESSION 6. FINAL PROJECT FOR CERTIFICATION AND ACCREDITATION
SESSION 1. BASIC MASTERCLASS
Table of Content
1. Management Development Process, Training Functions and Responsibilities
2. How People Learn
3. Psychology of Adult Learning
4. Identification of Learning Needs
5. Setting Learning Objectives
6. Curriculum Design and Development
7. Effective Presentation Skills
8. Lecture Method
9. Discussion and Brainstorming Methods
10. Games Method
11. Case Study Method
12. Role Play Method
13. Training Proposal Writing
14. Training Budget Preparation and Control
15. Training Materials Development
16. Computer-Based Training
17. Training Administration
18. Training Programmes Evaluation
19. Transfer of Learning
20. Micro-Facilitation
SESSION 2. INTERMEDIATE MASTERCLASS
Table of Content
- Human Capital Development
- Improving Organizational Capacity
- Succession Planning as a Tool For Developing Managers
- Trainer as a Consultant
- Training and Change Management
- Formulation of Training Policy
- Developing and Writing Cases
- Management of Specialized Training Programs
- Enhancing Trainers/ Facilitator Skills
- E-Learning
- Application of Emotional Intelligence in Training
- Coaching, Counselling and Mentoring
- Cost Benefit Analysis in Training
- Developing and Writing of Role Play
- Research in Training and Development
- Evaluating The Impact of Training
- Marketing of Training Programs
- Ethics in Training
- Micro-Facilitation
SESSION 3. ADVANCED MASTERCLASS
Table of Content
Part 1
Management Consultancy Skills
1: Management Consultancy Skill: An Overview
2: Management Consultancy Roles and Functions
3: Consultancy Proposal Preparation
4: Consulting Methodologies and Techniques for Performance Improvement
5: Process Approach to Consulting
6: Organisational Diagnosis
7: Problem Identification and Specification
8: Data Collection and Analysis
9: Developing Consultancy Strategies and Action Plans
10: Managing Organisational Change
11: Report Writing Skills
Part 2
Consulting Tools and Techniques
1: Overview Of Consulting Tools and Techniques
2 Management Consultancy Approaches
3: The Consulting Process
4: The Roles and Responsibilities Of Consultant
5 Stakeholders Analysis
6: Writing Consulting Proposals
7: Balanced Scorecard
8: Consulting Tools and Techniques and Performance Improvement 9: Operational Diagnostic Tools
10: Organizational Development as a Consulting Tool
11: Client/Consultant Relationship
12: Consulting Assignment Report Writing
Part 3
Managing Consultancy Assignment
Session 1: Managing Consultancy Assignments: An Overview
Session 2: Consultancy Approaches and Strategies
Session 3: Data Gathering, Analysis and Presentation
Session 4: Leading A Consultancy Team
Session 5: Planning Consultancy Assignment
Session 6: Managing The Consultant/Client Relationship
Session 7: Managing The Change Process
Session 8: Implementation Of Assignments
Session 9: Assignment Monitoring and Evaluation
Session 10: Assignment Briefing and Report Writing
Session 11: Challenges Of Management Consultancy Assignment
Part 4
Continuous Professional Development – CPD
1. The 21st Century Consultant and Trainer: Roles in Nation Building, Prospects and Challenges
2. Enhancing the Learning Organization
3. The Relevance of Quality Assurance in Consulting, Training and Development
4. The Consultant, The Trainer, The Trainee and The Client Organization
5. Ethics in Consulting and Training
6. Learning Transfer in the Organization
7. Micro-Facilitation
SESSION 4. PROFESSIONAL MASTERCLASS
PART I
MANAGEMENT CONSULTING IN PERSPECTIVE
1 NATURE AND PURPOSE OF MANAGEMENT CONSULTING
1.1 What is consulting?
1.2 Why are consultants used? Five generic purposes
1.3 How are consultants used? Ten principal ways
1.4 The consulting process
1.5 Evolving concepts and scope of management consulting
2 THE CONSULTING INDUSTRY
2.1 A historical perspective
2.2 The current consulting scene
2.3 Range of services provided
2.4 Generalist and specialist services
2.5 Main types of consulting organization
2.6 Internal consultants
2.7 Management consulting and other professions
2.8 Management consulting, training and research
3 THE CONSULTANT–CLIENT RELATIONSHIP
3.1 Defining expectations and roles
3.2 The client and the consultant systems
3.3 Critical dimensions of the consultant–client relationship
3.4 Behavioural roles of the consultant
3.5 Further refinement of the role concept
3.6 Methods of influencing the client system
3.7 Counselling and coaching as tools of consulting
4 CONSULTING AND CHANGE
4.1 Understanding the nature of change
4.2 How organizations approach change
4.3 Gaining support for change
4.4 Managing conflict
4.5 Structural arrangements and interventions for assisting change
5 CONSULTING AND CULTURE
5.1 Understanding and respecting culture
5.2 Levels of culture
5.3 Facing culture in consulting assignments
6 PROFESSIONALISM AND ETHICS IN CONSULTING
6.1 Is management consulting a profession?
6.2 The professional approach
6.3 Professional associations and codes of conduct
6.4 Certification and licensing
6.5 Legal liability and professional responsibility
PART II
THE CONSULTING PROCESS
7 ENTRY
7.1 Initial contacts
7.2 Preliminary problem diagnosis
7.3 Terms of reference
7.4 Assignment strategy and plan
7.5 Proposal to the client
7.6 The consulting contract
8 DIAGNOSIS
8.1 Conceptual framework of diagnosis
8.2 Diagnosing purposes and problems
8.3 Defining necessary facts
8.4 Sources and ways of obtaining facts
8.5 Data analysis
8.6 Feedback to the client
9 ACTION PLANNING
9.1 Searching for possible solutions
9.2 Developing and evaluating alternatives
9.3 Presenting action proposals to the client
10 IMPLEMENTATION
10.1 The consultant’s role in implementation
10.2 Planning and monitoring implementation
10.3 Training and developing client staff
10.4 Some tactical guidelines for introducing changes in work methods
10.5 Maintenance and control of the new practice
11 TERMINATION
11.1 Time for withdrawal
11.2 Evaluation
11.3 Follow-up
11.4 Final reporting
PART III
CONSULTING IN VARIOUS AREAS OF MANAGEMENT
12 CONSULTING IN GENERAL AND STRATEGIC MANAGEMENT
12.1 Nature and scope of consulting in corporate strategy and general management
12.2 Corporate strategy
12.3 Processes, systems and structures
12.4 Corporate culture and management style
12.5 Corporate governance
13 CONSULTING IN INFORMATION TECHNOLOGY
13.1 The developing role of information technology
13.2 Scope and special features of IT consulting
13.3 An overall model of information systems consulting
13.4 Quality of information systems
13.5 The providers of IT consulting services
13.6 Managing an IT consulting project
13.7 IT consulting to small businesses
13.8 Future perspectives
14 CONSULTING IN FINANCIAL MANAGEMENT
14.1 Creating value
14.2 The basic tools
14.3 Working capital and liquidity management
14.4 Capital structure and the financial markets
14.5 Mergers and acquisitions
14.6 Finance and operations: capital investment analysis
14.7 Accounting systems and budgetary control
14.8 Financial management under inflation
14.9 Cross-border operations and the use of external financial markets
15 CONSULTING IN MARKETING AND DISTRIBUTION MANAGEMENT
15.1 The marketing strategy level
15.2 Marketing operations
15.3 Consulting in commercial enterprises
15.4 International marketing
15.5 Physical distribution
15.6 Public relations
16 CONSULTING IN E-BUSINESS
16.1 The scope of e-business consulting
16.2 Bricks-and-mortar and bricks-and-clicks: value-chain connectivity
16.3 Bricks-and-mortar and bricks-and-clicks: internal processes
16.4 Dot.com organizations
16.5 Internet research
17 CONSULTING IN OPERATIONS MANAGEMENT
17.1 Developing an operations strategy
17.2 The product perspective
17.3 The process perspective
17.4 The human aspects of operations
18 CONSULTING IN HUMAN RESOURCE MANAGEMENT
18.1 The changing nature of the personnel function
18.2 Policies, practices and the human resource audit
18.3 Human resource planning
18.4 Recruitment and selection
18.5 Motivation and remuneration
18.6 Human resource development
18.7 Labour–management relations
18.8 New areas and issues
19 CONSULTING IN KNOWLEDGE MANAGEMENT
19.1 Managing in the knowledge economy
19.2 Knowledge-based value creation
19.3 Developing a knowledge organization
20 CONSULTING ON PRODUCTIVITY AND PERFORMANCE IMPROVEMENT
20.1 Shifts in productivity concepts, factors and conditions
20.2 Productivity and performance measurement
20.3 Approaches and strategies to improve productivity
20.4 Designing and implementing productivity and performance improvement programmes
20.5 Tools and techniques for productivity improvement
21 CONSULTING IN TOTAL QUALITY MANAGEMENT
21.1 Understanding TQM
21.2 Cost of quality – quality is free
21.3 Principles and building-blocks of TQM
21.4 Implementing TQM
21.5 Principal TQM tools
21.6 ISO 9000 as a vehicle to TQM
21.7 Pitfalls and problems of TQM
21.8 Impact on management
21.9 Consulting competencies for TQM
22 CONSULTING IN COMPANY TRANSFORMATION
22.1 What is organizational transformation?
22.2 Preparing for transformation
22.3 Strategies and processes of transformation
22.4 Company turnarounds
22.5 Downsizing
22.6 Business process re-engineering
22.7 Outsourcing and insourcing
22.8 Joint ventures for transformation
22.9 Mergers and acquisitions
22.10 Networking arrangements
22.11 Transforming organizational structures
22.12 Ownership restructuring
22.13 Privatization
22.14 Pitfalls and errors to avoid in transformation
23 CONSULTING ON THE SOCIAL ROLE AND RESPONSIBILITY OF BUSINESS
23.1 The social dimension of business
23.2 Current concepts and trends
23.3 Consulting services
23.4 A strategic approach to corporate responsibility
23.5 Consulting in specific functions and areas of business
23.6 Future perspectives
24 CONSULTING IN SMALL-BUSINESS MANAGEMENT AND DEVELOPMENT
24.1 Characteristics of small enterprises
24.2 The role and profile of the consultant
24.3 Consulting assignments in the life-cycle of an enterprise
24.4 Areas of special concern
24.5 An enabling environment
24.6 Innovations in small-business consulting
25 CONSULTING FOR THE INFORMAL SECTOR
25.1 What is different about micro-enterprises?
25.2 Management problems of informal-sector entrepreneurs
25.3 The special skills of micro-enterprise consultants
25.4 Outreach to micro-enterprises in the informal sector
26 CONSULTING FOR THE PUBLIC SECTOR
26.1 The evolving role of government
26.2 Understanding the public sector environment
26.3 Working with public sector clients throughout the consulting cycle
26.4 The service providers
26.5 Some current challenges
PART IV
MANAGING A CONSULTING FIRM
27 FUNDAMENTALS OF MANAGEMENT IN THE CONSULTING PROFESSION
27.1 The management challenge of the professions
27.2 Managing a professional service
27.3 Managing a professional business
27.4 Achieving excellence professionally and in business
28 THE CONSULTING FIRM’S STRATEGY
28.1 The strategic approach
28.2 The scope of client services
28.3 The client base
28.4 Growth and expansion
28.5 Going international
28.6 Profile and image of the firm
28.7 Strategic management in practice
29 MARKETING OF CONSULTING SERVICES
29.1 The marketing approach in consulting
29.2 A client’s perspective
29.3 Techniques for marketing the consulting firm
29.4 Techniques for marketing consulting assignments
29.5 Marketing to existing clients
29.6 Managing the marketing process
30 COSTS AND FEES
30.1 Income-generating activities
30.2 Costing chargeable services
30.3 Marketing-policy considerations
30.4 Principal fee-setting methods
30.5 Fair play in fee-setting and billing
30.6. Towards value billing
30.7 Costing and pricing an assignment
30.8 Billing clients and collecting fees
31 ASSIGNMENT MANAGEMENT
31.1 Structuring and scheduling an assignment
31.2 Preparing for an assignment
31.3 Managing assignment execution
31.4 Controlling costs and budgets
31.5 Assignment records and reports
31.6 Closing an assignment
32 QUALITY MANAGEMENT IN CONSULTING
32.1 What is quality management in consulting?
32.2 Key elements of a quality assurance programme
32.3 Quality certification
32.4 Sustaining quality
33 OPERATIONAL AND FINANCIAL CONTROL
33.1 Operating workplan and budget
33.2 Performance monitoring
33.3 Bookkeeping and accounting
34 KNOWLEDGE MANAGEMENT IN CONSULTING FIRMS
34.1 Drivers for knowledge management in consulting
34.2 Factors inherent in the consulting process
34.3 A knowledge management programme
34.4 Sharing knowledge with clients
35 STRUCTURING A CONSULTING FIRM
35.1 Legal forms of business
35.2 Management and operations structure
35.3 IT support and outsourcing
35.4 Office facilities
PART V
DEVELOPING CONSULTANTS AND THE CONSULTING PROFESSION
36 CAREERS AND COMPENSATION IN CONSULTING
36.1 Personal characteristics of consultants
36.2 Recruitment and selection
36.3 Career development
36.4 Compensation policies and practices
37 TRAINING AND DEVELOPMENT OF CONSULTANTS
37.1 What should consultants learn?
37.2 Training of new consultants
37.3 Training methods
37.4 Further training and development of consultants
37.5 Motivation for consultant development
37.6 Learning options available to sole practitioners
38 PREPARING FOR THE FUTURE
38.1 Your market
38.2 Your profession
38.3 Your self-development
38.4 Conclusion
39 APPENDICES
39.1 The client’s ten commandments
39.2 Associations of management consultants
39.3 Information and learning sources for consultants
39.4 Terms of a consulting contract
39.5 Consulting and intellectual property
39.6 Using case studies of management consulting
39.7 Writing report
session 5
special programmes
1. Executive Consultants Masterclass
a. Deep Thinking: Thriving Against All Odds
b. Business, Management, and Boardroom Consulting
c. Public Sector Leadership and Management
d. Private Sector Leadership and Management
e. Strategic Succession, Executive Transition; Not Retirement
f. Scaling Your Business to 7 Figures and above through Appropriate Practical Application of Global Best Practice Consulting Skill Toolkits, Knowledge and Secrets
g. Strategy, Management and Leadership
h. In-depth Understanding of the 7 Levels of Management
i. Business Systems, Structures and Operations Management
j. Marketing and Sales Consulting Skills
k. Cash Flow Management and Tracking of Business Capital
l. Business Plan Writing
m. Financial Model Development and Business Funding
n. Modern Office Administration Skills
o. Data and Business Intelligence for Strategic Decision-Making
p. Comprehensive Onboarding, Orientation, Engagement and Re-Tooling Retreat Program
q. Project Management Concept and Implementation
2. CONSULTING TOOLS COURSE SYLLABUS
1. Business Diagnostic Assessment Tool
2. Capability Gap Assessment Tool
3. Problem Solving Tools – 5 Whys & Fishbone Diagram
4. Root Cause Analysis Tool
5. Accelerated SWOT Analysis Tool
6. Benchmarking Assessment Template
7. Business Initiative Project Charter
8. Business Vision Template
9. Organization Impact Assessment Template
10. Pain Point Analysis Tool
3. CONSULTING FRAMEWORK TRAINING
1. Cost-Benefit Assessment Framework
2. Solution Ideation & Ranking Framework – How to Select the Best Ideas
3. Cost-Benefit Assessment Framework
4. Customer Experience Design Framework
5. Future State Process Change Framework
6. PEST Analysis Trend Matrix
7. Process Flow Analysis Framework
8. Business Transformation Framework
9. Customer Experience Design Framework
10. Future State Process Change Framework
4. CONSULTING COMPETENCY TRAINING
1. Writing Effective Consulting Proposals
2. Designing Business Model using the Business Canvas
3. Designing a Business Growth Plan for a Business
4. Consulting Pricing & Setting Professional Charges
5. Reduce Clients Debts; Getting Paid on Time
6. Digital Marketing Skill for Consultants
7. Designing E Commerce & Database Website using WIX
8. Managing a Consulting Practice
9. Strategy Pyramid
10. Business Initiative Project Charter
5. PROJECT MANAGEMENT REPORTING TOOLS
1. Project Evaluation Template
2. Project Issues Register
3. Project Risk Register
4. Project Status Report Template
5. Project Executive Update Template
6. RACI Matrix Template
7. Swimlane Process Map Template
6. HR CONSULTING
– HR FUNCTIONAL TRAINING
The functional training will focus on HR functions, processes and procedures.
– HR CONSULTING SOLUTIONS
The second part will be HR Consulting Skill, focusing on solving HR problems.
TRAINING OBJECTIVE
Developing HR Knowledge & Competency
Acquiring HR Problem Solving Skills
Acquiring HR Consulting Skills
Knowledge of HR Processes, Tools & Methodology
Ability to Solve HR Problems
Becoming a fully trained Consultant
Seek Employment as HR Manager or Officer
HR CONSULTING COURSES
1. HR Strategy Development
2. Compensation & Benefits
3. Recruitment
4. HR Capacity Gap Assessment
5. Training Needs Analysis
6. Competency Framework Development
7. HR Processes, Procedures & Policy 8. HR Project Management
9. Managing Organizational Change
10. Resource Planning & Scheduling
SESSION 6. FINAL PROJECT FOR CERTIFICATION AND ACCREDITATION
Stage 1 – Review of A to D Above Stage 2 - Application of Acquired Knowledge to Solve Real Life Business Problems Stage 3- 3000 Word Dissertation and Report on the Outcomes of Stage 2
Examination:
Part 1: UNDERSTANDING CONSULTING
1. What is Consulting.
2. Who is a Consultant?
3. What Do Consultants do.
4. Consulting Practice,
5. Ethics,
6. Behaviour,
7. Essential Consulting Skills.
Part 2: CONSULTING MODELS & TOOLS
1. Consulting Business Models,
2. Tools,
3. Methods,
4. Techniques,
5. Consulting Marketing,
6. Branding,
7. Differentiation,
8. Consulting Services & Products.
Part 3: MANAGING CONSULTING ASSIGNMENTS
1. Marketing Consulting Business.
2. Securing Consulting Assignments.
3. Managing Consulting Assignment.
4. Delivering the Brief
Part 4: GROWING YOUR CONSULTANCY BUSINESS
1. Consulting Practice Management
2. Structures
3. Systems
4. Processes
5. Service Management
6. Scaling
7. Growth
8. New Markets
DURATION: SIX MONTHS INTENSIVE ONSITE AND ONLINE CLASSES
METHODOLOGY
Use of Case Studies & Business Scenarios, Post Training Mentoring, Access to Resources,
Network with other Consultants, Coaching & Mentoring.
Lecture, discussion, role-play, exercises and other relevant learning methods. Audio-visual aids will be used to reinforce these learning methods.
MODE OF ASSESSMENT FOR CERTIFICATION
100 per cent onsite or online attendance, active participation and micro presentation.
And INDUCTION OF MEMBERS
A well-trained consultant is akin to gold in the international market. Your value will be appreciated regardless of location.
A well-trained Consultant is a global citizen, you can operate in any business, organization, or nation.
Your ability to address critical challenges using professional consulting skills in your expertise area makes you indispensable — be it as a consultant, employee, entrepreneur, or transformative leader.
The list of roles where you excel is endless.
The Difference Between Thriving and Just Surviving Uncertain Times is PREPARATION!
There’s nothing more powerful than a prepared mind anticipating market changes.
We’re arguably living through one of the most chaotic times we’ve seen in recent decades.
While this means uncertainty, lost profits, and diminished impact for some, it can mean untold opportunities for those who prepare.
WHO SHOULD ENROLL:
High Potential Individuals, The Presidency, Governors, Senators, Ministers, Federal, State and Local Government Elected and Appointed Officers, Diplomats, Top Level Officers, Mid-Level Managers, Experienced Leaders Seeking to Improve Their Personal Leadership Skills, Emerging Leaders, CEOs, Entrepreneurs, Commissioners, Directors, Permanent Secretaries, Chief Executives, Director General, Executive Secretaries, or Equivalent: who Serve as the Accountable Officers in a Ministry, Department or Agency or as Appointed Heads of Statutory Government Agencies and Parastatals or are likely to move into such a Position within the next two years.
Experienced and Top Officers at Various Levels, Professionals, Business Owners, Business Developers, Managers, Trainers, Consultants, Human Resource Managers, Management Educators, Lecturers, Heads of Departments, Supervisors, Experienced Retired but not Tired Individuals, Supervisors and Heads of Non-Profit & NGOs, Public Servants, Elected & Appointed Officials, Church Administrators, Church Workers & Clergy, Lawyers, Legal Practitioners and more.